Among those surveyed by Waggl, 74.1 percent identified encouraging a growth mindset or leadership at all levels as a top HR priority for 2016. In addition, HR professionals surveyed by SHRM named developing the next generation of leaders as the top future human capital challenge, which calls for establishing leadership-development programs.
Source talent to drive the organisation forward
In the Waggl survey, 71.1 percent of professionals ranked finding the right, innovative talent among the top HR issues.
A report from Burning Glass revealed that although employers are looking for talent with advanced skills, most have trouble finding professionals with even the basic skills needed for open positions, and on average, one in three skills requested in job postings was a baseline skill. The implication is that companies should determine which few skills are the most important for the job and focus on them. Tools like CredHive allow employers to view work samples from candidates and focus on practical knowledge instead of job requirements.
An example of a new approach to reskilling HR leaders is demonstrated by the HR leadership master class piloted by the India-based organization Aditya Birla Group (ABG). ABG is one of the world’s leading global conglomerates, operating in 36 countries with more than 120,000 employees. To support and drive the group’s global expansion and growth plans (more than half of the group’s revenues today come from outside of India), a key component of its HR transformation program is to increase the skills of the company’s HR leadership team, including the chief people officers in each of ABG’s group companies and ABG’s global centers of expertise.
ABG planned and conducted a two-day “master class” for its senior HR leaders to kick off the shift in HR leadership capabilities. The master class, developed and delivered in partnership with external experts, focused on business, technology, and HR trends, emphasizing areas such as performance (productivity and innovation), leadership and talent, and teaming. It also sought to uncover information on how HR leaders were dividing their time between strategic and operating priorities.
A critical part of the master class was a deep dive on business and economic value—a unit aimed at helping HR leaders better understand and speak the language of business, economic value, and HR program design. The program ended with each executive and each team mapping out his or her own capability development plan, which could include areas such as analytics, business acumen, coaching, facilitation, change management, social media, and HR technology.